Peter Browning & White Cap Case

Browning's strategy and action plan to initiate change in the rigid company should involve the introduction of salary cuts to the employees that had over the years become inflated and had over time had a negative impact on the economic growth of the company with the entrance of competitors in the market. For effective running of the different departments of White Cap, Browning's strategy also involved the shuffling of managers and in some instance the laying off of incompetent manger. For example the human resource manager was replaced after it was realized that he did not have much to offer in terms of the ever changing business world.

The marketing manager was moved to another department where he became more productive than he was when he was at the marketing docket. Managerial changes were made with reference to the competence that they portrayed (Peter Browning and Continental White Cap Case, 1986).Change is practically impossible without leadership support and a strong management team. Through communication Browning was able to find out that the marketing manager did not have the team spirit that was necessary for successful running of the department. By moving the manager to another docket, he brought another manger and encourages the marketing employees to embrace team work so as to achieve success.

Browning also encouraged communication through the involvement of employees, both permanent and temporary staff, the supervisors and managers in meetings. Communication is a good leadership trait as encourages the employees to speak out their mind, opinion and ideas and relaxes the formality that had been practiced in White Cap for years (Leban & Stone, 2008).Coordination of the running of the company was also Browning's aim. To achieve this he asked all the mangers to directly report to him, this way he could personally analyze the performance of each department and discuss with the mangers on the best way forward.